Rules: >You start from the last letter of the term posted previously. >In case, more than one terms posted with same letters (concurrently posted), you start with the latest term. >Only PMI-ACP® Terms in this relay. >A term may include multiple words. >Acronyms are fine. please include the expansion before the description. >Your term needs to be followed by a short description of the term. >No successive posting of term by the same member. The below one is fine. member A: --------L member B: L----- --- ----D member A: D---- ------ ---- > If you don't get a term starting from a particular letter(last letter of previous term), feel free to start from the next letter. e.g. previous term - buzz, if you don't get a term starting with 'z', you may start with 'a'. (Hoping this rule will be rarely used.:) >End date of game: No end date. Till the game goes on.
Markus KopkoAI Enabler for Project & Program Mgmt | Founder PMotion.ai / The PM
AI Coach| PMotion.aiHamburg, Hamburg, Germany
Net Present Value (NPV) -
The difference between the present value of cash inflows and the present value of cash outflows. NPV is used in capital budgeting to analyze the profitability of an investment or project. NPV compares the value of a dollar today to the value of that same dollar in the future, taking inflation and returns into account. If the NPV of a prospective project is positive, it should be accepted. However, if NPV is negative, the project should probably be rejected because cash flows will also be negative. Saving Changes...
A principle which stresses that feedback today is much more valuable than the same feedback tomorrow, because it can be used to correct a problem before it compounds into a much larger problem, and provides the ability to truncate economically undesirable paths sooner (to fail faster) Saving Changes...
Markus KopkoAI Enabler for Project & Program Mgmt | Founder PMotion.ai / The PM
AI Coach| PMotion.aiHamburg, Hamburg, Germany
KPIs in Agile -
1. Actual Stories Completed vs. Committed Stories – the team’s ability to understand and predict its capabilities. To measure, compare the number of stories committed to in sprint planning with the stories identified as completed in the sprint review.
2. Technical Debt Management – the known problems and issues delivered at the end of the sprint. It is usually measured by the number of bugs, but may also include deliverables such as training material, user documentation and delivery media.
3. Team Velocity – the consistency of the team’s estimates from sprint to sprint. Calculate by comparing story points completed in the current sprint with points completed in the previous sprint; aim for +/- 10 percent.
4. Quality Delivered to Customers – Are we building the product the customer needs? Does every sprint provide value to customers and become a potentially releasable piece of the product? It’s not necessarily a product ready to release but rather a work in progress, designed to solicit customer comments, opinions and suggestions. This can best be measured by surveying the customers and stakeholders.
5. Team Enthusiasm – a major component for a successful scrum team. If teammates aren’t enthusiastic, no process or methodology will help. Measuring enthusiasm can be done by observing various sprint meetings or, the most straightforward approach, simply asking team members “Do you feel happy?” and “How motivated do you feel?”
6. Retrospective Process Improvement – the scrum team’s ability to revise its development process to make it more effective and enjoyable for the next sprint. This can be measured using the count of retrospective items identified, the retrospective items the team committed to addressing and the items resolved by the end of the sprint.
7. Communication – how well the team, product owner, scrum master, customers and stakeholders are conducting open and honest communications. Through observing and listening you will get indications and clues about how well everyone is communicating.
8. Team’s Adherence to Scrum Rules and Engineering Practices – Although scrum doesn’t prescribe engineering practices—unlike XP—most companies define several of their own for their projects. You want to ensure that the scrum team follows the rules your company defines. This can be measured by counting the infractions that occur during each sprint.
9. Team’s Understanding of Sprint Scope and Goal – a subjective measure of how well the customer, product team and development team understand and focus on the sprint stories and goal. The goal is usually aligned with the intended customer value to be delivered and is defined in the acceptance criteria of the stories. This is best determined through day-to-day contact and interaction with the team and customer feedback. Saving Changes...
Engineering practices:
A shared set of development and technology practices that a Development Team applies to create releasable Increments of software.Scrum doesn't prescribe engineering practices whereas XP and FDD prescribe them. Saving Changes...
Markus KopkoAI Enabler for Project & Program Mgmt | Founder PMotion.ai / The PM
AI Coach| PMotion.aiHamburg, Hamburg, Germany
Sustainable Pace -
To set your pace you need to take your iteration ends seriously. You want the most completed, tested, integrated, production ready software you can get each iteration. Incomplete or buggy software represents an unknown amount of future effort, so you can't measure it. If it looks like you will not be able to get everything finished by iteration end have an iteration planning meeting and re-scope the iteration to maximize your project velocity. Even if there is only one day left in the iteration it is better to get the entire team re-focused on a single completed task than many incomplete ones.
Working overtime sucks the spirit and motivation out of your team. When your team becomes tired and demoralized they will get less work done, not more, no matter how many hours are worked. Becoming over worked today steals development progress from the future. You can't make realistic plans when your team does more
work this month and less next month. Instead of pushing people to do more than humanly possible use a release planning meeting to change the project scope or timing.
Fred Brooks made it clear that adding more people is also a bad idea when a project is already late. The contribution made by many new people is usually negative. Instead ramp up your development team slowly well in advance, as soon as you predict a release will be too late.
A sustainable pace helps you plan your releases and iterations and keeps you from getting into a death march. Find your team's perfect velocity that will remain consistent for the entire project. Every team is different. Demanding this team increase velocity to match that team will actually lower their velocity long term. So whatever your team's velocity is just accept it, guard it, and use it to make realistic plans. Saving Changes...
Extreme Project Management (XPM):
A methodology used to describe how to deliver projects on time and budget based on the scope. It refers to a method of managing very complex and very uncertain projects. It differs from traditional project management mainly in its open, elastic and undeterministic approach. The main focus of XPM is on the human side of project management (e.g. managing project stakeholders), rather than on intricate scheduling techniques and heavy formalism. Extreme project management corresponds to Extreme programming. Advanced approaches to extreme project management utilize the principles of human interaction management to deal with the complexities of human collaboration. Saving Changes...
Markus KopkoAI Enabler for Project & Program Mgmt | Founder PMotion.ai / The PM
AI Coach| PMotion.aiHamburg, Hamburg, Germany
Throughput -
Throughput is the amount of work items delivered in a given period of time (e.g. week, month, quarter). Saving Changes...
Stéphane ParentSelf Employed / Semi-retired| Leader MakerPrince Edward Island, Canada
Test Automation -
Frequently used to automate unit tests, integration tests, and functional tests. Since the definition of done for most agile projects requires that code be thoroughly tested by the end of the iteration, test automation is critical if not necessary to obtain acceptable velocity. In addition, for most practical purposes, test automation is necessary to effectively apply continuous integration and remain true to the commitment to not “break the build.” Saving Changes...
Persona: An imaginary character that is created to represent the attributes of a group of the product’s users. Personas are helpful tools to use as a guide when deciding on a product’s features, functionality, or visual design. Personas are concise and visual; a common layout is a single page including a photograph (from stock shots or magazine cutouts), a name and social or professional details: "Amanda Jones, 34, press officer at a major food retailing organization, etc." As a software product is generally intended for use by more than one category of person, with potentially different preferences and expectations of the product, the team creates one persona for each category it deems important to serve well. Saving Changes...
Stéphane ParentSelf Employed / Semi-retired| Leader MakerPrince Edward Island, Canada
Agile Manifesto -
A philosophical foundation for effective software development, the Agile Manifesto was created by representatives from Extreme Programming, Scrum, DSDM, Adaptive Software Development, Crystal, Feature-Driven Development, Pragmatic Programming, and others sympathetic to the need for an alternative to documentation-driven, heavyweight software development processes. Saving Changes...
